The impact of technology on business process operations
The impact of technology on business process operations
Research results across industries and functions
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About the research
In 2014, Genpact commissioned a research project conducted by an independent research firm. The goal was to assess the potential to address strategic enterprise challenges through advanced operating models across a defined spectrum of industry sectors (banking and financial services, manufacturing, high tech, healthcare, life sciences and consumer goods). The findings presented are based on the response of executives selected, based on their ability to materially influence functional decisions, of which over 150 were from finance, about 130 from marketing, about 120 from procurement, about 140 from risk and over 350 from operations. Respondents were asked if operating model initiatives such as radically improved use of technology can materially impact an enterprise function.
We analyzed the data to identify patterns of applicability and financial impact of technology. To do so, we first determined which enterprise challenges were most pressing for the surveyed organizations, by industry and business functions. We then analyzed which enterprise functions helped the most in addressing those challenges. For those functions' operations, respondents rated the ability of technology to materially impact them. We finally analyzed the estimates respondents made of the financial impact generated by technology in impacting those functions. The results provide an unprecedented view of technology's ability to impact new operating models and, as a result, help core enterprise functions to address the big challenges their companies face. The ability to compare results across multiple industries and enterprise functions is also new and intriguing.
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Abstract
We are entering a time in which new yet robust technologies ? such as cloud, analytics, collaboration, mobile - will catalyze the evolution of process operations, and multiply operations' impact in addressing the numerous challenges that large enterprises face. However, the applicability and impact of these technologies is not uniformly high, according to almost 1,000 business executives surveyed by an independent research firm in a project commissioned by Genpact. The research also shows that many executives associate technology with significant positive monetary impact, and that technology is proportionally more applicable to business functions that address multiple challenges across the enterprise.
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Research confirms the important role of technology in delivering a powerful impact-- but application requires selectivity
Executives in some functions estimated a high impact from radically improved technology-- higher than the impact of other levers, such as outsourcing, shared services, and business process reengineering. The estimated impact from improved use of technology ? when applicable - for finance and accounting processes was the highest across all functions and significantly higher than other levers. Looking across some of the industries, executives expected significant impact from operations with radically improved use of technology. Insurance and life sciences R&D executives estimated a significantly higher impact from improved use of technology compared to outsourcing, shared services, and business process reengineering levers, while the impact was comparable for banking (both retail and commercial) and life sciences commercial operations. Yet many didn't see technology as a material lever to impact operations. The number who did was significantly lower, in fact, than for the combination of shared services and outsourcing (See Figure 1 on following page).
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Figure 1: Estimated annual impact (USD million) of three operating model levers and applicability of each (represented by width of column) across functions and industries
Average $ impact, bar width proportional to percent of respondents stating that the initiative will have a material impact
Overall
$208m $152 m $120 m
$268m
Finance
$155m
$103m
Procurement
$120 m $99 m
$84 m
Risk
$225m $187m
$185m
Marketing
$168m $157m
$106m
Tech BPR
SSC, BPO, Hybrid1
Commercial Banking
$330 m $299m
Tech BPR SSC, BPO, Hybrid
Retail Banking
$261 m $267 m
$156 m
Tech
BPR
SSC, BPO, Hybrid
Insurance
Tech
BPR
SSC, BPO, Hybrid
Life Sciences R&D
Tech BPR SSC, BPO, Hybrid
Life Sciences Commercial Operations
$210 m
$108m
$151 m
$210m
$90m
$104m
$225m $209m
$165m
NA*
Tech
BPR
SSC, BPO, Hybrid
Tech
BPR SSC, BPO, Hybrid
Annual $ impact is the impact of operating model initiatives in $ per annum including reduction of cost, capital required, improvement of cash and revenue growth
* Some data not reported due to sample size limitations
Tech BPR
SSC, BPO, Hybrid
Figure 1
Tech BPR
SSC, BPO, Hybrid
Tech BPR
SSC, BPO, Hybrid
1 BPO ? Business Process Outsourcing, SSC ? Shared Services, BPR ? Business Process Reengineering, Tech - radically improved use of technology
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Technology impact seen as high when applicable, but many don't see it of use. Results vary across functions and industries
Figure 2 compares more closely the opinions of executives in various functions and industries. Banking (both retail and commercial), capital markets and insurance consider radically improved use of technology as impactful slightly less often than their counterparts - however when applicable it is estimated to generate significant positive financial impact.
Figure 2: Financial impact of technology and applicability of technology lever
400
350
Finance & Accounting (financial services)
Commercial Banking
300 Finance & Accounting (all industries)
Retail Banking 250 Life Sciences Commercial Operations
Risk
200
Healthcare Payer Life Sciences R&D
150
Finance & Accounting (CPG,
Insurance
life sciences,
Marketing
healthcare, manufacturing,
Procurement
100 high tech)
Avg. technology impact* (USD mm)
50
0
20
25
30
% of responses stating radically improved use of technology among those operating model initiatives that can materially impact operations
35
40
45
50
* Estimated annual impact of technology initiatives in USD including reduction of cost, capital required, improvement of cash and revenue growth
Figure 2
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